Change Management Flashcards
The need for change: Factors
Changes in environment
Changes in the products the organisation makes / services in provides
Changes in technology and or working methods
Changes in management and working relationships
Post acquisition
Types of change
Incremental: a series of small steps. Gradual process.
Transformational change: major significant change being introduced relatively quickly
Step change: unexpected jump (upwards) or drop (downwards) in the pace of change. The step is caused by an unexpected event (eg environmental disaster, unexpected change in government)
Planned change: involves following a series of pre-planned steps
Emergent change: views change as a series of continuous open-ended adjustments to the environment (make it up as you go along)
Where to focus change efforts
Individual level - focus is on improving individual skill levels, attitudes and motivation. Techniques include education and training, management development and counselling
Organisation structure and systems level: the characteristics of the organisational situation in whihch people work (eg job redesign, reward systems, setting clear objectives) that help achieve organisational goals
Organisational climate and interpersonal style levels: the improvement of social and other informal processes among organisation members
Change process steps
- determine need or desire for change in a particular area
- make a tentative plan. brainstorming sessions.
- Analyse probable reactions to the change
- Make a final decision from the choice of alternative options. The decision may be taken by a group (participative) or by a manager (coercive)
- Establish a timetable for change
- Communicate the plan for change. this is really a continuous process.
- Implement the change
- Review the change. Continuous evaluation.
Iceberg model
Unfreeze (existing behaviour)
The most difficult stage of the process, concerned with selling the change, giving individuals or groups a motive for changing their attitudes, values, behaviour, systems or structures
Move (attitude and behaviour change)
Mainly concerned with identifying what the new desirable behaviour should be, communicating it and encouraging individuals and groups to ‘own’ the new attitude.
To be successful the new ideas must be shown to work.
Refreeze (new behaviour)
Final stage implying consolidation or reinforcement of the new behaviour
Positive reinforcement and negative reinforcement may be used
Adaptive change approach
Adaptive change occurs when an organisation’s environment changes slowly. It is change implemented in little stages and thus has the advantage of minimising the resistance faced at any one time.
Coercive change approach. Problems:
Underestimation of the forces of resistance
Failure to muster forces in favour
Failure to attack root causes of resistance
Management shift their attention too quickly elsewhere
Failure to ensure implementation
Change agents - the role
The role includes:
- defining the problem
- suggesting possible solutions
- selecting and implementign a solution
- gaining support from all involved
Change agent - definition
A change agent is an indiidual, group or external consultancy with the responsibility for driving and selling the change.
Change agent - skills and attriutes
Communication skills
Negotiation and selling skills
An awareness of organisational politics
An understanding of the relevant processes
Gemini 4 Rs
Reframing - create a vision
Revitalising - secure a good fit with the environment. Invent new businesses, products, markets change the rules of competition by exploiting technology
Restructuring
Organisations structure, cultural changes. Beliefs refined to ensure change is successful
Renewal
Ensures people in organisation support the change process and acquire necessary skills to contribute to it. Reward system in order to motivate.
How change affects individuals
Physiological changes - shirt working, location of place of work
Circumstantial changes - unlearning previous knowledge and learning new ways of doing things, new work-mates, new IT
Psychological changes - feelings of disorientation and insecurity, changing relationships etc.
Barriers
Cultural barriers - structural inertia is the cumulative effect of all the systems and procedures the organisation has installed over the years to ensure consistency and quality. These act as barriers to change where the change is inconsistent with the norm.
Personal barriers - Habit, security (almost inevitably threatened - job security and security of the familiar), effect on earnings, fear of the unknown
Introducing the change
PMS!
Pace - given time people can get used to the idea
Manner - the manner in which change is put across is very important; the climate must be prepared, the need made clear, fears soothed and if possible individuals positively motivated
Scope - the scope of change should be carefully reviewed. Total transformation will create greater insecurity but also greater excitement, if the organisation has the kind of innovative culture that can stand it.
Force field analysis
interplay of restraining and driving forces that keeps things in equilibrium.
Forces pushing toward the preferred state and restraining forces pushing back to the current state.
The role of change management is to help weaken the resisting forces and strengthen the driving forces.
